Expenditures for
Technology Enhancements

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Provide survey data to the Board of Education from the public opinion research.
• Evaluate and determine if the Board of Education would like to initiate a proposed limiting rate question on the November 2026 election ballot.
• Conduct community engagement activities based on the potential limiting rate referendum (if applicable).
• Conduct a formal public budget hearing and adopt the FY 2027 budget.
• Conduct a space utilization walkthrough of schools with building leaders.
• Present the proposed Facilities Projects Plan to the Board of Education for the summer 2027 facilities projects.

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Present the budget preparation process for the 2027-2028 school year and request approval from the Board of Education.
• Provide an operational funds expenditure report to the Board of Education.
• Provide a financial insight and planning presentation to the Board of Education.
• Present the 2027 summer facilities projects to the Board of Education for approval.
• Conduct community engagement activities based on the outcome of the potential limiting rate referendum (if applicable).

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Prepare recommendations and make amendments for the Facilities Projects Plan for future presentation to the Board of Education.
• Conduct a space utilization walkthrough of schools with building leaders.
• Conduct community engagement activities based on the outcome of the potential limiting rate referendum (if applicable).
• Prepare a budget to actual fiscal year-to-date analysis to determine if an amended budget is necessary.

• Conduct Professional Development for teachers & staff which is aligned to the Strategic Plan. (Universal)
• Organize School Improvement Day activities for continuous improvement aligned to the Strategic Plan. (Universal)
• Measure Goal 2 progress with NWEA MAP Fall Assessment. (Universal)
• Implement Fall Early Literacy Diagnostic Screener. (Elementary)
• Begin a K-6 math core curriculum pilot. (Elementary and WBO)
• Partner with Solution Tree to provide job-embedded coaching for instructional coaches and building leaders on the best practices for supporting collaborative teams. (Building Leaders & Coaches)
• Collaborate on curriculum mapping for Explore courses across the campus. (Campus)
• Review Fall Strategic Plan Indicators. (Universal)
• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Provide co-teaching professional development for any identified co-teaching pair in the district. (Universal)

• Establish co-teaching schedules and ensure consistent implementation of the K–8 model in identified classrooms. (Multilingual Program)

• Administer baseline ACCESS-aligned language proficiency checks or benchmark assessments to identify student starting points. (Multilingual Program).

• Review implementation of Equipping ELL (K–4) and Finish Line 2.0 (5–8) to ensure alignment with content standards. (Multilingual Program)

• Review academic eligibility monitoring procedures for student participants. (Campus)

• Communicate grade expectations and available academic support to families and students in the athletics program. (Campus)

• Conduct weekly grade checks for at-risk student-athletes and activity participants. (Campus)

• Support PLC and grade level meetings with traffic light guidance and AI implementation. (K-8)

• Communicate with staff bi-weekly on a Magic School tool or Google AI tool. (Universal)

• Conduct Professional Development for teachers & staff which is aligned to the Strategic Plan. (Universal)
• Organize School Improvement Day activities for continuous improvement aligned to the Strategic Plan. (Universal)
• Measure Goal 2 progress with NWEA MAP Winter Assessment. (Universal)
• Implement Winter Early Literacy Diagnostic Screener. (Elementary)
• K-6 Math core curriculum pilot (Elementary and WBO)
• Partner with Solution Tree to provide job-embedded coaching for instructional coaches and building leaders on the best practices for supporting collaborative teams. (Building Leaders & Coaches)
• Collaborate on curriculum mapping for Explore courses across the campus. (Campus)
• Review Winter Strategic Plan Indicators. (Universal)
• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Continued implementation of co-teaching and coaching co-teaching pairs on best practices of co-teaching. (Special Education/Multilingual)

• Feedback and Coaching cycles provided to co-teaching pairs through Liberte Consulting. (Multilingual Program)

• Conduct mid-year language growth analysis using ACCESS-aligned formative data to monitor progress toward proficiency. (Multilingual Program)

• Complete co-teaching walkthroughs and feedback cycles to assess fidelity and instructional effectiveness. (Multilingual Program)

• Review academic eligibility monitoring procedures for student participants. (Campus)

• Communicate grade expectations and available academic support to families and students in the athletics program. (Campus)

• Conduct weekly grade checks for at-risk student-athletes and activity participants. (Campus)

• Review first trimester Panorama results for students' use of AI in the classrooms. (K-8)

• Continue to meet with PLC and grade level department meetings. Having teachers bring a lesson or topic that they would like to use AI with students. (K-8)

• Continue to send out communication with staff bi-weekly on a Magic School or Google AI tool. (Universal)

• Provide AI PD to teachers on the January Institute Days. (Optional PD)

• Conduct Professional Development for teachers & staff which is aligned to the Strategic Plan. (Universal)
• Organize School Improvement Day activities for continuous improvement aligned to the Strategic Plan. (Universal)
• Measure Goal 2 progress with NWEA MAP Spring Assessment. (Universal)
• Implement Spring Early Literacy Diagnostic Screener. (Elementary)
• Review K-6 math pilot findings and make decisions for next steps. (Elementary and WBO)
• Partner with Solution Tree to provide job-embedded coaching for instructional coaches and building leaders on the best practices for supporting collaborative teams. (Building Leaders & Coaches)
• Collaborate on curriculum mapping for Explore courses across the campus. (Campus)
• Review Spring Strategic Plan Indicators. (Universal)
• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)

• Expanded co-teaching partnerships between multilingual specialists and monolingual classroom teachers, resulting in stronger language development access to grade level content, and instructional collaboration. (Multilingual)

• Continued implementation of co-teaching and coaching co-teaching pairs on best practices of co-teaching. (Special Education)

• Feedback and Coaching cycles provided to co-teaching pairs through Liberte Consulting. (Multilingual Program)

• Review end-of-year language growth data and compare progress toward the 15% proficiency target. (Multilingual Program)

• Evaluate effectiveness of co-teaching implementation and resource alignment across K–8 classrooms. (Multilingual Program)

• Identify students needing continued targeted support and refine instructional plans for the following year. (Multilingual Program)

• Analyze yearlong academic eligibility trends connected to participation. (Campus)

• Review academic eligibility monitoring procedures for student participants. (Campus)

• Communicate grade expectations and available academic support to families and students in the athletics program. (Campus)

• Conduct weekly grade checks for at-risk student-athletes and activity participants. (Campus).

• Review second trimester Panorama results for students' use of AI in the classrooms. (K-8)

• Continue to meet with PLC and grade level department meetings. Having teachers bring a lesson or topic that they would like to use AI with students. (K-8)

• Continue to send out communication with staff bi-weekly on a Magic School or Google AI tool. (Universal)

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Using mid-point data to support need, individualized school check-ins are conducted regarding student belonging. (CX, WBO, TMS)
• Professional learning action plan for individualized schools. (CX, WBO, TMS)
• Implementation and fidelity checks on responsive classroom trained schools. (CX, CR, and HT)
• Conduct Professional Development on safety/security with administrators, teachers, & staff which is aligned to the Strategic Plan. (Universal)
• Conduct presentations for students on topics of concern, obtain their feedback as it pertains to safety, continue to promote a See Something, Say Something mindset. (Universal)
• Engage regularly with parents/families on safety related topics via presentations, and Parent Universities. Provide clear communication on all safety concerns or critical incidents. (Universal)
• Implement initiatives focused on enhancing staff and teacher safety based on the feedback received in spring 2026. These may include incorporating staff and teachers within safety plans when appropriate, as well as education and training on threat assessment protocols and crisis plans. Another step will be utilizing Navigate360 for an E-learning module on Situational Awareness. (Universal)
• Ongoing training on Behavior Threat Assessment (BTA) and Suicide Risk Assessment (SRA) with building admin via the Goal 3/4/5 meetings. (Universal)
• Building Administrators, in collaboration with the Transportation Department and Director of Safety/Security will speak with students and review bus behavior expectations. (Universal)
• Bus Drivers will receive ongoing scenario based training focusing on bus safety. (Universal)
• Create and share bus related safety videos with staff, students, and families. (Universal)
• ROE Violations from the Health/Life Safety Inspections will be reviewed with all building administrative teams. (Universal)
• Health/Life Safety Inspection expectations will be shared with all Building Administrators. (Universal)
• Assign administrative walkthrough schedules focused on compliance indicators with the Director of Facilities Services and the Director of Safety and Security. (Universal)
• Intentionally connect all students to a camp, activity, club, or sport opportunity through Parent Square messaging and Social Media. (Universal)
• Implement student belonging check-ins during seasons and club sessions through Panorama. (Universal)
• Promote positive sportsmanship, adversity, and teamwork expectations through Train your Brain. (Campus)
• Review year long Train Your Brain data of participants. (Campus)
• Create and present a fundamental strategy guide/ flowchart to be used by staff before sending students to the nurse. (Universal)

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Using mid-point data to support need, individualized school check-ins are conducted regarding student belonging. (CX, WBO, TMS)
• Professional learning action plan for individualized schools. (CX, WBO, TMS)
• Implementation and fidelity checks on responsive classroom trained schools. (CX, CR, and HT)
• Conduct Professional Development on safety/security with administrators, teachers, & staff which is aligned to the Strategic Plan. (Universal)
• Conduct presentations for students on topics of concern, obtain their feedback as it pertains to safety, continue to promote a See Something, Say Something mindset. (Universal)
• Engage regularly with parents/families on safety related topics via presentations and Parent Universities. Provide clear communication on all safety concerns or critical incidents. (Universal)
• Conduct a pulse check for all teachers and staff within their departments to check on the progress of our safety goals. (Universal)
• Collaboration with building leaders on ROE annual inspections will help reduce the number of safety violations at each building. (Universal)
• Ongoing training on Behavior Threat Assessment (BTA) and Suicide Risk Assessment (SRA) with building admin via the Goal 3/4/5 meetings. (Universal)
• Bus Drivers will receive ongoing scenario based training focusing on bus safety. (Universal)
• Create and share bus related safety videos with staff, students, and families. (Universal)
• Assign administrative walkthrough schedules focused on compliance indicators with the Director of Facilities Services and the Director of Safety and Security. (Universal)
• Intentionally connect all students to a camp, activity, club, or sport opportunity through Parent Square messaging and Social Media. (Universal)
• Implement student belonging check-ins during seasons and club sessions through Panorama. (Universal)
• Promote positive sportsmanship, adversity, and teamwork expectations through Train your Brain. (Campus)
• Review first trimester Train Your Brain data of participants. (Campus)
• Conduct student belonging surveys related to extracurricular involvement through Panorama. (Universal)
• Conduct a thorough review of nurse office visit data. (Universal)

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Using mid- point data to support need, individualized school check-ins are conducted regarding student belonging. (CX, WBO, TMS)
• Professional learning action plan for individualized schools. (CX, WBO, TMS)
• Implementation and fidelity checks on responsive classroom trained schools. (CX, CR, and HT)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Conduct Professional Development on safety/security with administrators, teachers, & staff which is aligned to the Strategic Plan. (Universal)
• Conduct presentations for students on topics of concern, obtain their feedback as it pertains to safety, continue to promote a See Something, Say Something mindset. (Universal)
• Engage regularly with parents/families on safety related topics via presentations, and Parent Universities. Provide clear communication on all safety concerns or critical incidents. (Universal)
• Continue to work with teachers and staff about our safety goals, and offer short, table top scenarios at school staff meetings. These scenarios will allow them to demonstrate their knowledge from the training and communication offered in the first two trimesters. It will also help identify areas we can improve. (Universal)
• Ongoing training on Behavior Threat Assessment (BTA) and Suicide Risk Assessment (SRA) with building admin via the Goal 3/4/5 meetings. (Universal)
• Bus Drivers will receive ongoing scenario based training focusing on bus safety. (Universal)
• Create and share bus related safety videos with staff, students, and families. (Universal)
• Assign administrative walkthrough schedules focused on compliance indicators with the Director of Facilities Services and the Director of Safety and Security. (Universal)
• Intentionally connect all students to a camp, activity, club, or sport opportunity through Parent Square messaging and Social Media. (Universal)
• Implement student belonging check-ins during seasons and club sessions through Panorama. (Universal)
• Promote positive sportsmanship, adversity, and teamwork expectations through Train your Brain. (Campus)
• Review second trimester Train Your Brain data of participants (Campus).
• Evaluate participation trends through data collection. (Universal)
• Celebrate students demonstrating leadership, resilience, and sportsmanship. (Universal)
• Review SEL (Train Your Brain) implementation within athletics and activities programs. (Campus)
• Create transition opportunities (Summer Camps) for incoming students to connect before the next school year. (Universal)
• Review nurse office visit data with both building administrators and nursing staff to determine next steps. (Universal)

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Conduct meetings with building level Communication Liaisons to create and establish communication cycles and Class Intercom for implementation of all communication especially event planning and survey administration. (Universal)
• Implement communication timelines for new building administration to highlight the work of their initial year at their building. (CR, HT, TMS, WBO)
• Provide time (SIP days) for teachers/staff to continue to log positive communication in Branching Minds. (Universal)
• Implement timeline for Communication Liaisons to check BRM data for communication logs. (Universal)
• Develop consistent coding and appropriate narratives for district-wide communication logs. (Universal)
• Support professional development of new ParentSquare updates and changes, as well as provide refresher training. (Universal)
• Support the implementation of ParentSquare polls across the District for Family Engagement Events. (Universal)
• Conduct meetings to review data and plan with Strategic Priority Partners for Resources and Educational Opportunities for Families. (Universal)
• Increase athletics communication with families through newsletters, social media, and event calendars. (Universal)
• Build partnerships with community organizations and youth programs through rentals. (Campus)
• Establish consistent branding and messaging for athletics and activities. (Universal)
• Partner with local high schools, community groups, and organizations for athletics collaborative events. (Campus)
• Review and collaborate as building and district leaders on the student/parent handbook formatting as well as content for the 27-28 school year.

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Conduct meetings with building level Communication Liaisons to utilize communication cycles and Class Intercom procedures for implementation of all communication especially event planning and survey administration. (Universal)
• Check in and support communication timelines for new building administration to highlight the work of their initial year at their building. (CR, HT, TMS, WBO)
• Provide time (SIP days) for teachers/staff to continue to log positive communication in Branching Minds. (Universal)
• Support timeline for Communication Liaisons to check BRM data for communication logs. (Universal)
• Support professional development of new ParentSquare updates and changes, as well as provide refresher training. (Universal)
• Conduct meetings to review data and plan with Strategic Priority Partners for Resources and Educational Opportunities for Families. (Universal)
• Increase athletics communication with families through newsletters, social media, and event calendars. (Universal)
• Build partnerships with community organizations and youth programs through rentals. (Campus)
• Establish consistent branding and messaging for athletics and activities. (Universal)
• Partner with local high schools, community groups, and organizations for collaborative events. (Campus)
• Review and format the student/parent handbook based on the discussions and work by building and district leaders.

• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Conduct meetings with building level Communication Liaisons to reflect on communication cycles and Class Intercom procedures for implementation of all communication especially event planning and survey administration. (Universal)
• Reflect and refine communication timelines for new building administration to highlight the work of their initial year at their building to develop a template plan going forward. (CR, HT, TMS, WBO)
• Provide time (SIP days) for teachers/staff to continue to log positive communication in Branching Minds. (Universal)
• Reflect and refine timeline for Communication Liaisons to check BRM data for communication logs. (Universal)
• Support professional development of new ParentSquare updates and changes, as well as provide refresher training. (Universal)
• Reflect on the use and data centered around ParentSquare polls for Family Engagement Events. (Universal)
• Increase communication with families through athletics newsletters, social media, and event calendars. (Universal)
• Build partnerships with community organizations and youth programs through rentals. (Campus)
• Establish consistent branding and messaging for athletics and activities. (Universal)
• Partner with local high schools, community groups, and organizations for collaborative events. (Campus)
• Develop engagement opportunities through Summer Camp programming. (Universal)
• Share annual athletics participation and engagement numbers with the Board and Community. (Universal)
• Communicate changes in the student/parent handbook.

• Analyze feedback from New Teachers last year to inform our support and professional development offerings for New Teachers in 26-27. (Universal)
• Analyze teacher open ended Panorama questions on professional development needs for January Institute Days in 2027. (Universal)
• Invite teachers to complete applications to lead professional development sessions at the January Institute Days. (Universal)
• Meet with strategic partners to review and approve January Institute Day applications. (Universal)
• Measure progress on improving professional learning opportunities using the Panorama Teacher Survey for Professional Learning. (Universal)
• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Create a district-wide well-being plan focused on supporting employees’ financial, mental, and physical well-being. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Share PD Bank of options aligned to all goals of the strategic plan for schools to use throughout the year.
• Building leadership teams form professional development plans for the school as part of the school continuous improvement plan. (Universal)
• Distribute Title grant funds to schools to fund professional development plans. (CR, CX, HT, HF, WBO, TMS)
• Gather teacher voice on professional learning opportunities offered at the school and co-plan professional learning for 26-27. (CR, CX, HT, WBO, TMS)
• Finalize ESP evaluation tools. (Universal)
• Provide onboarding and expectations training for coaches and sponsors through athletics preseason meetings (Universal).
• Review supervision, communication, and student engagement expectations through athletics preseason meetings. (Universal)

• Promote collaboration among athletic coaches, sponsors, and school staff. (Campus)

• Share best practices among programs and activity leaders through athletics preseason meetings. (Universal)

• Offer professional development on January Institute Days aligned to teacher interest and strategic plan priorities. (Universal)
• Measure progress on improving professional learning opportunities using the Panorama Teacher Survey for Professional Learning. (Universal)
• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Provide onboarding and expectations training for coaches and sponsors through athletics preseason meetings (Universal).
• Review supervision, communication, and student engagement expectations through athletics preseason meetings (Universal).
• Promote collaboration among athletic coaches, sponsors, and school staff. (Campus)
• Share best practices among programs and activity leaders through athletics preseason meetings. (Universal)

• Measure progress on improving professional learning opportunities using the Panorama Teacher Survey for Professional Learning. (Universal)
• Present Progress Plan Update on the Strategic Plan to the Board of Education. (Universal)
• Conduct department and building leader pulse checks to gather information on how to provide additional support related to professional learning. (Universal)
• Provide onboarding and expectations training for coaches and sponsors through athletics preseason meetings. (Universal)
• Review supervision, communication, and student engagement expectations through athletics preseason meetings. (Universal)
• Promote collaboration among coaches, sponsors, and school staff. (Campus)
• Share best practices among programs and activity leaders through athletics preseason meetings. (Universal)
• Review athletics retention and staffing trends. (Universal)
• Develop recommendations for future hiring needs within athletics with building level admin. (Campus)